Measure what matters. Even if you don’t fully control it

This article argues that product teams should measure and be accountable for broader business outcomes, even when they don't have full control over them. The author contends that 'if you narrow the target to what is within a product team's control, you usually end up with an esoteric metric rarely understood outside of the team.' Engineering leaders will learn why setting goals that matter to the business—similar to how sales and marketing operate with partial control—creates better alignment and drives more meaningful impact than focusing solely on fully controlled but less relevant metrics.